3

1 = Little or no impact 2 = Some impact 3 = Significant impact 4 = High impact

1 = Little or no impact 2 = Some impact 3 = Significant impact 4 = High impact

Figure 7.3 Setting the vision

Skills devel

Total qu

Skills devel

Total qu

Improved environment

'A clean, bright working environment, where people WANT to continuously challenge and change the way we do things here. 'Working together to make a good company great'

Improved safety

Improved environment

'A clean, bright working environment, where people WANT to continuously challenge and change the way we do things here. 'Working together to make a good company great'

Figure 7.4 Site improvement strategy for sustainable growth

We need to get a measure of individual and collective strength of feelings and to pinpoint things that will hinder change or progress as well as the things that will positively help. The assessment takes the form of in-depth interviews and discussions to ascertain existing attitudes and, in due course, to influence those attitudes.

WCS has developed a 28-statement format in which employees (whether they are managing directors, design engineers, operators or maintainers) are asked to rank the statements from their own perspective and perception. For example, the statement might say:

'From my viewpoint, Production and Maintenance operate as separate empires.' Do you think this statement is very true, partially true or false?

Fourteen of the statements measure the employee's perception with regard to the degree of management encouragement in the organization or plant, and the other fourteen statements measure the degree of workforce involvement (see Figures 7.5 and 7.6).

It is far better to carry out these perception interviews on a one-to-one basis rather than simply giving out the questionnaire to be completed by the employee, since it gives the interviewer a chance to explain the TPM and how and when it might affect the employee. Also, it allows the interviewer the opportunity to ask a supplementary question to each of the 28 statements, such as 'Why do you feel so strongly about this statement?'. The response will often give some key directions and insights as well as, perhaps, an improving or occasionally worsening perception over time.

The subsequent analysis clearly shows the differences in strength of feeling between, say, members of management compared to key contacts and, of course, comparisons with operators and maintainers. Similarly, the strength of response across the spectrum of employees will show up quite clearly for

each of the 28 statements. These can then be grouped as 'hopes' and 'fears' as

The analysis will position employee groups on the matrix; the higher the grouping towards the left-hand corner, the better for TPM's likely acceptance and success. However, if the groupings are towards the lower end of the horizontal and vertical axes, you will find that the TPM process addresses many of the perceived hindrances in a positive and lasting way. This perceptions tool is not absolute, but it does provide an excellent benchmark against which to measure future movements on the matrix.

The analysis will have a major bearing on the way the TPM process is implemented. As the plan develops, the training programme will seek to ensure that the most constructive and progressive attitudes prevail, firstly in the pilot project (see later) and then company-wide as the TPM process

Achieving the right attitude to change is essential for success. Experience has shown that operators, recently engaged staff and younger people tend to take a positive attitude to change, whereas the old hands and the experienced maintenance technicians are likely to be more wary and defensive (Figure 7.7). The attitude of supervisors depends very much on the individual. Supervisors will normally support the idea of TPM because of its common sense. However, they have to face the day-to-day demands of production and quality and, hence, may find it difficult to sustain a commitment to release operators and maintainers for the TPM process or to release equipment and machines for essential restoration and refurbishment. Effective two-way communication is essential to avoid resistance to change: those who will be involved in the TPM process must have a very clear idea of what it is all about and what the company - and, more particularly, what they as individuals - stand to gain. Resistance must be broken down by explanation, thorough discussion and the establishment of total confidence in the eventual outcome

Figure 7.9 depicts the way in which resistance can be broken down by ensuring the full involvement of the people concerned and by securing their enthusiasm and dedication. Effective communication is more than the oneway approach of informing people and preparing them for change.

Team Leaders Operators

New/younger people

Fitters Electricians Old hands

Supervision Figure 7.7 How they see TPM

Figure 7.9 Effective communication

If Jack is said to have an attitude problem, it is normally assumed that he has a negative attitude. He has every right to feel that way and may well have been influenced by developments over a number of years. It will take time to change negative energy into positive energy, and TPM may well be the catalyst to move Jack from left to right in Figure 7.10.

Perhaps the key to influencing change and people's behaviour is to put yourself in the other person's shoes. Figure 7.11 attempts to illustrate this point by suggesting:

I know me very well and I know you quite well. However, I do not really know what you think of me, and I have no idea what you think of yourself!

PHASE 1 AWARENESS Not interested

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